Part E

E14. Work Allocation

E14.1 Introduction
E14.2 Policy statement
E14.3 Procedures
  E14.3.1 Responsibilities of supervisors and managers
  E14.3.2 Responsibilities of employees
  E14.3.3 General employee work allocation
  E14.3.4 Academic employee work allocation
  E14.3.5 Supervisor and manager training
  E14.3.6 Managing work allocation concerns
  E14.3.7 Work allocation disputes

Attachment 1 – work allocation guidelines for general employees
Attachment 2 – work allocation guidelines for academic employees

E14.1 Introduction

Policy reference number	E14 Work Allocation
Scope and application	Applicable to all academic and general employees
HR contacts	Jane Farmer
Policy type/category	Management
Related legislation/ regulations/guidelines	USQ Certified Agreement 2005 – 2008
Delegations authority	Delegate	Authority
	Ensure equitable distribution of workloads. Approve Faculty Workload Allocation Models for academic employees. Review employee workload concerns. Implement recommendations from the Workload Review Panel	Category 4 Delegate or above
	Convene Workload Review Panel	Executive Director, Human Resources
Approval authority	Council for policy statements Vice-Chancellor or General Manager for procedures
Review date/s	Written October 2005 Updated June 2007 to include General Staff Workload Allocation Guidelines

E14.2 Policy statement

The University is committed to providing for all employees a stimulating, supportive and safe work environment. The equitable distribution of workloads among employees and ensuring workloads are fair and reasonable are fundamental to this commitment.

(Approved by the Chancellor's Committee on behalf of Council, November 2005)

E14.3 Procedures

E14.3(a) The University and its employees recognise the importance of a balance between working life and family/social responsibilities. The University will not make workload demands of employees that are inconsistent with this principle.

E14.3(b) An employee, or where they choose, their nominated representative, can bring concerns about their workload to the Executive Director, Human Resources for consideration.

E14.3(c) The application of this policy and procedures will be monitored by the Staff Consultative Committee.

E14.3.1 Responsibilities of supervisors and managers

E14.3.1(a) Supervisors and managers have a responsibility to effectively manage the workloads and working hours of employees and will:

take all reasonable steps to ensure that employees do not work unreasonable or excessive hours;
monitor and manage working arrangements to meet operational requirements of the work area including the scheduling of time off in lieu and rostered days off (where appropriate);
consult with employees in planning and reviewing annual workload allocations;
recognise the importance of a balance between working life and family/social responsibilities;
provide reasonable funds for employee development activities to ensure access by all employees and in recognition of the importance of ongoing employee development for individual and organisational growth; and
ensure that employees can take recreation leave and long service leave in a timely manner so that employees have adequate breaks from work.
ensure that workloads are taken into consideration in the development of strategic and operational goals and objectives and in workforce planning.

E14.3.2 Responsibilities of employees

E14.3.2(a) Whilst managers and supervisors have the right to direct employees in relation to their work and are primarily responsible for allocating workloads, employees also have a role to play in establishing fair and reasonable workloads. Employees play an important role in determining if workloads are realistic and should communicate any workload concerns to their manager or supervisor as soon as possible.

E14.3.3 General employee work allocation

E14.3.3(a) General employees will be allocated a workload that is manageable within the ordinary hours of work (36 hours per week) and will not be required to work excessive overtime (refer to USQ Certified Agreement, Clause 47). No employee will be required to work extended or continuous periods of overtime as a pattern of work allocation.

E14.3.3(b) USQ Work Allocation Guidelines for General Employees have been developed to assist managers and supervisors in allocating workloads.

E14.3.4 Academic employee work allocation

E14.3.4(a) In line with many professions, there are no prescribed hours of work for academic staff. This flexibility is an important part of academic life and enables work patterns to match teaching and research requirements. However, it is acknowledged that the work expected and required of academic staff at the University must be fair and reasonable.

E14.3.4(b) Academic workload encompasses activities in any or all of the following four areas: teaching activities; academic leadership; research scholarship; and professional and/or community engagement.

E14.3.4(c) USQ Work Allocation Guidelines for Academic Employees have been developed.

E14.3.4(d) Each Faculty is to formulate a workload allocation model that recognises the nature of academic work and covers the factors listed in 3 of the USQ Work Allocation Guidelines for Academic Employees, and includes a mechanism for workload allocation in accordance with the standards of reasonable workload in 2 of the USQ Work Allocation Guidelines for Academic Employees.

E14.3.5 Supervisor and manager training

E14.3.5(a) To ensure that managers and supervisors receive the appropriate information and training to assist them in their roles as supervisors, the University offers a number of training courses which incorporate workload allocation and management topics. These courses include, but are not limited to:

Essential Skills for Managing and Supervising
BUILD Supervisor Training
Training Others
USQ Recruitment and Selection Skills Workshop

E14.3.6 Managing work allocation concerns

E14.3.6(a) Supervisors and employees are responsible for establishing a workload allocation for individuals and work teams that is fair and reasonable and identifies variances in work flow. It is acknowledged that some employees may find it difficult to discuss workload concerns with their supervisor, however open communication in relation to workloads, duties and timeframes may make it easier to discuss concerns.

E14.3.6(b) As indicated in Section E14.3.2, where an employee is concerned about their ability to manage their workload, they have a responsibility to raise any concerns or issues with their immediate supervisor as soon as possible. Discussing workload concerns and identifying the possible causes of the concerns may assist in resolving the areas of concern.

E14.3.6(c) Employees may wish to discuss workload concerns with their supervisor either during the BUILD process or at any stage that they are experiencing workload concerns. The following approaches may provide assistance to employees in their BUILD discussions or in any other discussion in relation to workloads.

Provide specific examples about the problems you are experiencing with your workload. Advise your supervisor about your work duties, responsibilities and projects, and explain how these are having an impact on your individual or team workloads. Discuss specific examples of where you feel that your workload has been excessive. Provide your supervisor with practical suggestions about how these concerns may be resolved.
Discuss priorities - Seek clarification on the tasks that you are expected to complete. Discuss with your supervisor what they consider are the high, medium or low priorities.
Be solution oriented - Discuss your concerns with your supervisor – sometimes supervisors are not aware of what the problems are. Suggest how the issues may be resolved.
Establish realistic timeframes - Seek clarification on timeframes to assist in completing allocated work tasks – if you feel they are unrealistic then advise your supervisor before you get behind.
Employee development activities - Talk with your supervisor about professional development opportunities that may assist you in completing work duties more efficiently and effectively.
Leave plans – Discuss with your supervisor when you plan to take periods of leave during quieter work periods.
Agree on an action plan – During discussions with your supervisor, agree on possible solutions and timeframes. Plan to meet again to discuss progress in managing your workload.
Review position descriptions - Discuss with your supervisor the possibility of reviewing your position description and job role - it may be that your job has grown significantly and it is no longer appropriate for one person to manage all aspects of the role.
Teamwork – If you work as a member of a team it may be possible to speak with your supervisor about having others in the team assist you during busy periods.

E14.3.7 Work allocation disputes

E1.3.7(a) An employee/s should raise any concerns regarding workload/s with their supervisor as outlined in E14.3.6. Options and strategies to vary workload can be discussed and, where agreed, implemented and monitored. Supervisors should make a record of discussions on points on which agreement cannot be reached.

E14.3.7(b) Where discussions with the supervisor fail to resolve workload concerns, the employee or employees and, where they choose, their nominated representative, may seek a review of the workload.

E14.3.7(b) The employee/s or, where they choose, their nominated representative, will raise the concerns regarding workload with the Category 4 Delegate or above. The Category 4 Delegate or above, having regard to the relevant guidelines and standards, will review the concerns in consultation with the employee/s, and, where they choose, their nominated representative, and their supervisor/s.

E14.3.7(c) Where the workload concerns remain unresolved an employee or employees, or, where they choose, their nominated representative, can make a case in writing to a Workload Review Panel, comprising the Executive Director, Human Resources and an employee nominated by the Staff Consultative Committee from a pool of employees directly elected by and from employees, for a review of the workload.

E14.3.7(d) The review will be conducted expeditiously, having access to all relevant information, and records, and have regard to the relevant guidelines and standards. The Panel will:

ensure that the first two steps in E14.3.7(a) and E14.3.7(b) have been followed;
consult with the employee or employees and, where they choose, their nominated representative, and relevant supervisors; and
provide a workload review report to the Category 4 Delegate or above on whether or not the workload/s of the employee/s are reasonable and equitable and whether or not the relevant principles and standards in these provisions and other guidelines have been followed.

E14.3.7(e) The report will, where necessary, make recommendations to the Category 4 Delegate or above to ensure the relevant principles and standards are applied and that workloads are reasonable and equitable. The Category 4 Delegate or above will liaise with the supervisor to ensure any recommendations are implemented.

Attachment 1 - work allocation guidelines for general employees

1. Introduction

These Guidelines should be read in conjunction with Clause 42 of the University of Southern Queensland Certified Agreement 2005-2008 and Human Resources Policy Manual J1 Workloads.

2. Issues for consideration when allocating general employee workloads

The role of a supervisor is to actively plan, monitor and adjust workloads and working hours to ensure that the operational requirements of the organisational area are met whilst being mindful of employee workloads and working hours. Managers and supervisors should have in place systems and procedures to manage employee workloads whilst meeting their operational requirements of the work area. In developing systems and procedures managers and supervisors must:

(a) ensure that specific policies, procedures and guidelines on hours of work, starting and finishing times, rest pauses, meal breaks, flexible working arrangements, overtime, TOIL and RDO's are adhered to. Specific policies and procedures to be considered include:

Hours of Work / Ordinary Hours (Human Resources Policy Manual E2 Working Hours, Overtime and Shiftwork – Section E2.4.1(a))

The ordinary hours of work for a full-time general employee are 36 hours per week. Work in excess of these hours may be considered as overtime.

Starting and Ceasing Times – Recording Work Attendance (Human Resources Policy Manual E2 Working Hours, Overtime and Shiftwork – Section E2.4.3(a))

All general employees up to an including USQ Level 7 must record their hours of attendance in a formal timesheet of attendance held within their faculty/section. Timesheets must be reviewed and signed by supervisors and it is the responsibility of supervisors to ensure that timesheets are completed correctly and filed accordingly. Timesheets provide managers and supervisors with a mechanism for reviewing work allocation and workloads for individuals and teams within a specific work area.

Overtime (Human Resources Policy Manual E2 Working Hours, Overtime and Shiftwork – Section E2.4.4(a))

Managers and Supervisors may require general employees to work a reasonable amount of overtime (eg. the time an employee works in excess of 10 hours in a single work period or 40 hours in any one week). Employees should not be required to work excessive overtime and overtime should not be worked over extended or continuous periods.

Managers and Supervisors must ensure that they authorise and advise of any requirement to work overtime prior to the commencement of any overtime and should discuss with employees how they will be reimbursed (eg. the payment of overtime or time of in lieu of overtime) for the additional hours worked.

Time Off in Lieu (TOIL) (Human Resources Policy Manual E2 Working Hours, Overtime and Shiftwork – Section E2.4.5(a) and (c))

General employee up to and including USQ Level 10, may take time off in lieu of overtime worked, at a mutually agreed time. Managers and Supervisors must ensure that no more than the equivalent of 36 hours of time in lieu of overtime is accrued within a six month period. In exceptional circumstances, an employee's time off in lieu may exceed 36 hours with the prior approval of the Executive Director, Human Resources. Managers must monitor excessive amounts of overtime by employees and manage this accordingly.

Rest Pauses and Meal Breaks (Human Resources Policy Manual E2 Working Hours, Overtime and Shiftwork – Section E2.4.6)

General employees who work more than four hours in a day are allowed one break of 20 minutes in the first half of the day and a daily meal break of between 30 minutes and 60 minutes. The meal break is to be taken no earlier than three hours and no later than six hours from commencement of duty.

Rostered Days Off (RDO)

Rostered Day Off (RDO) Arrangements are local work arrangements that are organised by mutual agreement between individual employees and their respective supervisors. Arrangements differ across various University departments and faculties and may be influenced by various operational requirements. Where operational requirements permit, eligible general employees, in consultation with their supervisor, may work a nine-day fortnight or a nineteen-day month arrangement.

(b) consider their employees' availability, including the management of scheduled (recreation, long-service, parental leave) and unscheduled absences (sick, carers, bereavement leave). Specific policies and procedures to be considered include:

Recreation Leave (Human Resources Policy Manual E3 Leave of Absence)

Full-time employees accrue 20 days annual recreation leave per year. Managers and Supervisors must ensure that employees take regular breaks from work as recreation leave, and should encourage employees to take at least one period of recreation leave of 10 days during the year. The maximum recreation leave balance is 40 days, and managers and supervisors must ensure that general employees are not accumulating more than 40 days.

Long Service Leave (Human Resources Policy Manual E3 Leave of Absence)

After 10 years of continuous service a full-time employee accrues 13 weeks leave. Managers and supervisors should ensure employees are provided with adequate opportunities to take periods of accrued long service leave to ensure the employee's entitlement does not exceed 18 weeks.

Parental Leave – Maternity (Human Resources Policy Manual E3 Leave of Absence)

An employee with 12 months continuous service is entitled to take up to 52 weeks leave. This may include a maximum of 14 weeks paid maternity leave, 6 weeks paid primary care-giver's leave and an additional 6 weeks paid leave, plus any accrued recreation and long service leave. Further details are outlined in the HR Policy.

Sick Leave (Human Resources Policy Manual E3 Leave of Absence)

Full-time employees accrue 10 days leave per year. For appointments of less than one year, the leave in proportion to the amount of sick leave of a full-time employee is available in advance.

Carer's Leave (Human Resources Policy Manual E3 Leave of Absence)

Employees may use any accrued sick leave to provide care for either members of their immediate family or household.

Leave Without Pay (Human Resources Policy Manual E3 Leave of Absence)

Leave without salary is a special provision which may be granted on infrequent occasions to meet an employee's particular need.

Managers and supervisors are responsible for monitoring and approving all forms of leave to make certain that:

the leave requested and taken is in accordance with the University's policies and purposes for which they were intended leave balances;
excessive accrual balances are avoided;
the taking of planned leave normally occurs outside peak working times; and
tasks and priorities are appropriately allocated to other work colleagues during any unscheduled leave absences.

(c) Consider the employee's approved participation in University service, professional development or community engagement activities.

Employees may be involved in approved University service activities including, but not limited to, participating on University committees; undertaking governance and/or community engagement activities; undertaking professional development programs; or acting as an employee representative in order to interview, consult or liaise with employees in relation to employment matters. Employees must receive approval from their manager and supervisor for their involvement in these activities (including the time commitments and level of involvement) prior to any participation.

(d) Ensure workloads are taken into consideration in the development of strategic operational goals and objectives and in workforce planning.

When managing employee workloads within areas or teams, managers and supervisors should take into account the strategic and operational goals and objectives of the individual work area. Managers must also take into account the amount of work being completed by each individual and monitor and discuss how this work is being undertaken within the context of the faculty/section workforce plan.

(e) Ensure workload is discussed as a component of the performance review process.

The BUILD performance management system aims to develop and support individuals to work effectively in supporting University objectives. BUILD provides an opportunity for supervisors and employees to annually review the allocation of work duties, discuss individual workloads within the context of the employee's duties, training and development opportunities, the goals and objectives of the individual work area and establish mutually agreed timeframes for activities, goals and development plans to be undertaken during the year. Supervisors and employees should be completing the Learning and Development Review form (incorporating the Future Activities Plan) annually.

The annual review process may provide employees and supervisors with the opportunity to develop strategies and implement practices to address any workload concerns that may be emerging.

(f) Other factors for consideration

In planning, monitoring, managing and reviewing workloads, managers and supervisors need to consider the cyclical nature of the work area and how resources are to be allocated during these periods (including the use of casual employees to assist during peak periods or fixed-term employees to undertake specific projects). Managers and supervisors also need to consider establishing realistic timeframes for the completion of specific work tasks and projects, and prioritise work duties and the order in which they are to be completed. Managers and supervisors also need to be aware of the continued use of overtime and have strategies in place it address this issue, including being mindful of the need for employees to access leave entitlements. Managers should also consider training and employee development opportunities whilst considering this in view of the team and individual workloads.

Supervisors and managers need to be aware of workload pressures and must have in place strategies to address anticipated periods of high workloads. There are a number of indicators that supervisors and managers may utilise to determine whether employees are working excessive hours. These include but are not limited to:

Individual meetings with employees

Departmental/Work area meetings

Employee absences

Morale

Employees taking work home

Employees working through lunch

Employee Climate Survey results

Attachment 2 - work allocation guidelines for academic employees

1. Introduction

These Guidelines should be read in conjunction with Clause 42 of the University of Southern Queensland Certified Agreement 2005-2008 and Human Resources Policy Manual E14 Work Allocation.

2. Standards of reasonable workload for individual academic employees

(a) To ensure that the work expected and required of academic staff is fair and reasonable, the workload allocation for individual academic staff will not exceed the amount of activity that can reasonably be expected to be undertaken within a twelve month period based on an indicative amount of 37.5 hours per week over a 46 week period. An academic employee will not normally be required to work on weekends or public holidays without his or her agreement.

(b) An academic employee will not normally be required to teach or undertake related activities in three full semesters in one calendar year.

(c) It is recognised that the nature of academic work is cyclical and that an academic employee may be required to work additional unscheduled hours to meet unforeseen workload demands.

3. Factors to be included in faculty workload allocation guidelines for academic employees

(a) Workload Allocation Guidelines and formulas will take into account a range of factors including, but not limited to:

Level of appointment and experience of staff members;
Work practices of the Faculty/Department;
Other duties or expectation of employees, including higher degree study, required training in software and administrative roles;
The opportunity for academic staff to engage in teaching, research and associated professional work;
Staff development needs;
Equal opportunity policies;
All forms of teaching and preparation and related matters including:
o the number of students in a unit and course
o the assessment load and methods of assessment including appropriate time allocations for all types of assessment
o level of the unit
o offering of a unit or course for the first time
o mode of delivery including the use of new modes for the first time
o course and unit coordination responsibilities
o supervision of staff including casuals
o development of new material and revision of other materials
o postgraduate supervision
o involvement in course reviews
o administrative and committee responsibilities in the Department, Faculty or University
All forms of required research and professional activity; and
All forms of required administrative and service activity.

4. Faculty workload allocation model for academic employees

(a) Each Faculty will develop a Workload Allocation Model that recognises the nature of academic work within the Faculty, and covers the factors listed in 3 above and includes a mechanism for workload allocation in accordance with the standards of reasonable workload in 2 above.

(b) The Faculty Workload Allocation Model will be developed in consultation with the employees in the Faculty/Department. The consultation will include a meeting to which all academic employees are invited, but is not confined to this.

(c) Copies of each of the Faculty Allocation Models will be provided to the Staff Consultative Committee as they are completed. The Staff Consultative Committee may seek further information and clarification and can provide comments and advice to Faculties/Departments about the Model.

5. Individual workload allocations for academic employees

(a) Individual workload allocations within the Faculties shall be transparent, equitable and consistent with the Faculty Workload Allocation Model of the Faculty.

(b) To ensure that the work expected and required of academic staff is fair and reasonable, the workload allocation across the four areas for individual academic staff will not exceed the standards of reasonable workloads set out in 2 above.

(c) Workloads will be allocated by the Head of Department (or equivalent) on a yearly basis following consultation with each employee and in accordance with the Faculty Workload Allocation Model, and may be reviewed if necessary.

(d) In allocating a workload to each employee in the Department, the Head of Department (or equivalent) will take into account the teaching, research, professional and administrative requirements of the department and University; and ensure that workloads are distributed equitably and consistently amongst staff and that employees do not have an unreasonable workload.

(e) An employee may discuss and request variations to their workload allocation prior to the workload allocation of the Department being finalised.

(f) The workload allocation for each Department will be available in writing to all academic staff in the Department.

(g) Workload allocations may be varied to allow employees to specialise their duties over a year or such longer period as may be agreed with the Faculty. The Dean will consider such requests having regard to the Faculty Workload Allocation Model, the impact the request may have on workloads distribution for other academic employees in the Faculty and organisational priorities.